Tarlton Beetroot Business Plan — Implementation Roadmap
The staged programme from seed tranche through the Series A gate to full production, with the test at each stage.
Section 21 of 37
Implementation Roadmap
Jump to section
- i. Important Notice and Basis of Preparation
- 1. Executive Summary
- 2. Investment Thesis
- 3. Company, Structure and Stage of Development
- 4. Customer Problem, Value Proposition and Monetisation
- 5. Products, Portfolio and Unit Economics
- 6. Industry Analysis
- 7. Market Analysis and Sizing
- 8. Customer and Channel Analysis
- 9. Competitive Landscape
- 10. Business Model
- 11. Go-to-Market Strategy
- 12. Operating Model: Agronomy and Production
- 13. Operating Model: Post-Harvest, Packhouse and Logistics
- 14. Water, Energy and Land: The Three Binding Constraints
- 15. Management and Organisation
- 16. Strategic Plan
- 17. SWOT Analysis
- 18. Risk Analysis and Register
- 19. ESG and Development Impact
- 20. Implementation Roadmap
- 21. Financial Assumptions
- 22. Projected Income Statement
- 23. Projected Balance Sheet
- 24. Projected Cash Flow
- 25. Capital Expenditure and Working Capital
- 26. Funding Requirement and Structure
- 27. Break-even Analysis
- 28. Debt Serviceability
- 29. Investment Returns and Valuation
- 30. Sensitivity and Scenario Analysis
- 31. Phase 3: Processing Optionality
- 32. Key Performance Indicators and Management Dashboard
- 33. Conclusion and Investment Recommendation
- A. Appendix A: Monthly Projections, Year 1
- B. Appendix B: Detailed Assumptions Register
- C. Appendix C: Glossary
Sixty months across five workstreams, with the critical path running through water verification, land transfer and packhouse commissioning.
Table 31 Milestones and dependencies
|
Month |
Milestone |
Phase |
Dependency and consequence of slippage |
|---|---|---|---|
|
1 |
Tranche A closes; Tarlton lease signed |
Pre-launch |
Nothing precedes it. Slippage moves the entire programme. |
|
3 |
First hectare planted |
Pre-launch |
Irrigation commissioned and land prepared. A one-month slip loses the first harvest window. |
|
6 |
First commercial harvest and market consignment |
Launch |
Market agent appointed. Establishes the grading track record retail buyers will later assess. |
|
12 |
LocalG.A.P. achieved; area expanded to 3 ha |
Launch |
Prerequisite for the GLOBALG.A.P. pathway. |
|
14 |
Land search formally commenced |
Ramp-up |
Runs in parallel; 12 months is a realistic search-to-offer period for a water-entitled property. |
|
18 |
First retail category buyer engagement |
Ramp-up |
Requires certification in progress. Late engagement is the single most common cause of Year 4 volume falling back onto the market floor. |
|
22 |
Preferred property identified; due diligence begins |
Ramp-up |
Critical path. Water verification is the long pole and takes 8 to 12 weeks. |
|
24 |
Series A first call (62 per cent) drawn |
Ramp-up |
Conditional on verified water entitlement and signed sale agreement. |
|
26 |
Transfer registered; mortgage bond drawn |
Ramp-up |
Conveyancing typically 8 to 12 weeks from acceptance. Slippage delays the entire Phase 2 planting programme by a season. |
|
28 |
Bulk irrigation commissioned |
Ramp-up |
Critical path. Cannot plant at scale without it. |
|
30 |
Series A second call (38 per cent) drawn; first 34 ha planted |
Ramp-up |
Conditional on irrigation commissioning and first retail trial completed. |
|
34 |
Packhouse commissioned |
Scale-up |
Critical path for the retail channel. Every month of delay costs approximately R0.20/kg on volume that must be contract-packed instead. |
|
36 |
GLOBALG.A.P. certified; first EBITDA-positive month |
Scale-up |
Certification is a precondition for the first supply agreement. |
|
38 |
First seasonal retail supply agreement signed |
Scale-up |
The commercial hinge of the plan. Without it, Year 4 realisation falls to roughly R6.60/kg and the base case fails. |
|
48 |
Second retail agreement; area extended to full 62 ha arable |
Expansion |
Requires the R7.5 million working capital facility to be in place. |
|
60 |
Steady state; exit readiness |
Expansion |
Normalised EBITDA of R7.40 million supports the sum-of-parts valuation. |
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